How does cultural intelligence affect organisational culture: The mediating role of cross-cultural role conflict, ambiguity, and overload

Amadeus Kubicek, Ramudu Bhanugopan, Grant O’Neill

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)

Abstract

Drawing on the tenets of role stress theory for insight into the cross-cultural and relational effects of role stressors, adaptability and organisation, we explain the mediating effect of these stressors to identify the extent of relationships across a broad scope of cultural settings. The current study examines cross-cultural role conflict, ambiguity and overload – the three role stressors – as mediators of the relationship between cultural intelligence and organisational culture. Survey data were collected from 299 employees across high-risk industries in four countries: Australia, the United Kingdom, United States of America and Singapore. Results demonstrated that cultural intelligence is positively related to organisational culture, while cross-cultural role conflict, ambiguity and overload are negatively associated with organisational culture. Moreover, results from mediation analysis highlighted that cross-cultural role conflict, ambiguity and overload partially mediate the relationship between cultural intelligence and organisational culture, providing a broader understanding of its connective influence both locally and in a cross-border setting. Implications for theory and managerial practice, along with avenues for future research, are discussed.

Original languageEnglish
Pages (from-to)1059-1083
Number of pages25
JournalInternational Journal of Human Resource Management
Volume30
Issue number7
Early online date26 Feb 2017
DOIs
Publication statusPublished - 12 Apr 2019

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